Family firms' social responsibility: Exercise of family control versus family dynasty succession

被引：1

作者：

Hsu, Wen-Tsung ^{[1
]}

Chen, Hsiang-Lan ^{[2
,3
]}

机构：

[1] Ming Chuan Univ, Dept Int Business, Taipei, Taiwan

[2] Natl Kaohsiung Univ Sci & Technol, Dept Finance, Kaohsiung, Taiwan

[3] Natl Kaohsiung Univ Sci & Technol, 1 Univ Rd, Kaohsiung 824005, Taiwan

来源：

CANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES-REVUE CANADIENNE DES SCIENCES DE L ADMINISTRATION | 2024年 / 41卷 / 02期

关键词：

CSR engagement; exercise of family control; family CEO; family dynasty succession; socioemotional wealth; SOCIOEMOTIONAL WEALTH; BEHAVIORAL AGENCY; CORPORATE; OWNERSHIP; BUSINESS; INVOLVEMENT; PERFORMANCE; DIMENSIONS; GOVERNANCE; NONFAMILY;

D O I：

10.1002/cjas.1718

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

Family owners have common interests of preserving socioemotional wealth (SEW), but their strategic preferences vary with their prioritization of different SEW aspects. This study, based on the SEW perspective, examines the differing effects of exercise of family control (focused SEW) and family dynasty succession (broad SEW) and the moderating effect of family CEO on corporate social responsibility (CSR) of family firms. The results indicate that the effect of exercise of family control on CSR is negative, while the effect of family dynasty succession on CSR is positive. Additionally, when the firm's CEO is a family member, the negative effect of exercise of family control is weaker and the positive effect of family dynasty succession is stronger.

引用

页码：179 / 193

页数：15

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